1. Agile Management Change: Why Enterprise Agile is Fragile

2. Agile Transformation The focus is to enable those who: Create policy
Agile transformation improves when policy, collaboration, and decision-making guidance has direct Agile experience
The focus is to enable those who:
Create policy
Reorganize the company
Create job roles
Design compensation and rewards
For the individual
For the team
Across departments
Budget
Finance
The deck reviews:
Impact of Experience and Training on enterprise guidance
Transformation Models:
Agile Fluency model
Scaled Agile Framework Implementation Roadmap
Agile Change Management:
Develop
Enable
Adapt
Own

3. Impact of Experience and Training on Enterprise Guidance
The trouble with training:
Learning without practice
Training and forgetting
Experience without context

4. Agile Enterprise needs Experienced Agile Leadership
Theory without practice or experience leaves a gap to understand both Agile software development and Lean-Agile organization transformation
Learning without practice remains theory
70:20:10 is a learning and development model*:
10% of learning comes from from structured training or formal courses
20% of learning comes from interaction with others
70% of learning comes from job-related or workplace learning (on-the-job)
*70:20:10 Model for Learning and Development and
Why 70 is a key metric for learning and development
Does management have on-the-job, Agile development experience or theoretical experience? Does this learning matter?
No, he told me he took a course.
Has he played drums in a group before?
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5. … or, for the visually stimulated 70:20:10
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6. Agile Adoption needs Agile practice experiences
Agile transformation requires whole-system learning and practice
Training without practice decays
20 minutes after training you forget ~40%*
One day after training you forget more than 60%
To improve memory and learning design training with meaning to the participant as well as understand the impact stress on learning
Improve training with study and repetition:
Experience as a developer within an Agile development team
Experience as a Scrum Master or Agile Coach with a development team
*Ebbinghaus forgetting curve
Do managers have on-the-job Scrum Master or Agile Coach experience in a Scrum Team? Does this experience matter?
Aloysius Paulus Maria "Louis" van Gaal, OON (Dutch pronunciation: [luˈʋi vɑŋ ˈɣaːl] ( listen);[2] born 8 August 1951) is a Dutch football manager and former player. He was formerly manager of Ajax, Barcelona, AZ, Bayern Munich, the Netherlands and Manchester United. He is one of the most decorated managers in world football, having won 20 major honours in his managerial career.[3][4]
Before his career as a coach, Van Gaal played as a midfielder for Royal Antwerp, Telstar, Sparta Rotterdam, Ajax and AZ. He is also a fully qualified physical education teacher and has worked as such at high schools during various stages of his career as a semi-professional footballer.[5]
We can’t believe we did it coach.
This is great! I knew the team could do it!
Image source: dailymail.co.uk

7. Or, for the visually stimulated: the forgetting curve
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8. Agile Adoption needs experiences to practice agile
Agile transformation requires whole-system learning and practice
Policy without experience is conjecture to impact decisions for:
Project method:
Sequential, Hybrid, Agile, Scaled Agile Framework, EPMO
Development frameworks:
Extreme Programming, Lean Development, Acceptance Test Driven Development, Scrum
Human Capital:
Job title, management role, performance incentives, staffing
Finance:
Budget, Enterprise Resource Planning/Utilization, Sales, Revenue, Contracts
Does executive-level, management, or team training provide enough context to set policy or organization design? Does context matter?
Aloysius Paulus Maria "Louis" van Gaal, OON (Dutch pronunciation: [luˈʋi vɑŋ ˈɣaːl] ( listen);[2] born 8 August 1951) is a Dutch footballmanager and former player. He was formerly manager of Ajax, Barcelona, AZ, Bayern Munich, the Netherlands and Manchester United. He is one of the most decorated managers in world football, having won 20 major honours in his managerial career.[3][4]
Before his career as a coach, Van Gaal played as a midfielder for Royal Antwerp, Telstar, Sparta Rotterdam, Ajax and AZ. He is also a fully qualified physical education teacher and has worked as such at high schools during various stages of his career as a semi-professional footballer.[5]
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9. Transformation models
Scale with system:
Scaled Agile Framework Transformation Roadmap
Agile Fluency Model
Agile Organization Adoption

10. Enterprise Agility challenges many large, global organizations
Many frameworks exist, the following are two frameworks* for context. The Agile Management Change solution will address any Agile framework.
Agile Fluency Model
Describes an agile team’s pathway and helps coaches, consultants, and change agents put model insights into practice
Goal is for every team to work at the level of fluency that best fits their business’ needs
The model can:
Chart a course for the team,
Create alignment with management, and
Secure organizational support for improvement
More about the Agile Fluency Project
Scaled Agile Framework (SAFe)
A leading framework for enterprise agility
Mission includes: to improve business outcomes of the enterprises who build and depend on the world’s most important systems
Fourth iteration and has been adopted by 70% of the Fortune 100
More about the SAFe
*Recent financial technology engagement uses SAFe and Agile Fluency to enable global, enterprise Agile transformation

11. SAFe implementation roadmap: focus on training
Agile impacts the team, to scale Agile, both the safe enterprise and the fluent team rely on each other
Tipping Point:
Train Lean-Agile Change Agents
Train Executives, Managers, Leaders
If 10% of learning through classroom is retained and within 24 hours 60% is forgotten, part of leadership and learning must include:
Train early and often,
Assure practice,
Provide context, and
Key in on experience
Fluency is through four distinct stage and realized in how a team develops software when it’s under pressure.
Team fluency depends on more than just the capability of the individuals on the team and needs management structures, relations, organizational culture, and more.
Each star includes fluency at the previous levels. Teams usually progress through the stages in a predictable order.
More with SAFe on slides
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12. Agile Fluency Model
How Agile teams typically progress as they develop new capabilities
A successful team begins as a collection of individuals with complementary technical skills.
As the team adopts agile practices, a team culture shift occurs: instead of planning in terms of technical considerations, such as software layers or modules, the team now plans in terms of business, customer, or user benefit, exhibiting Focus on Value fluency.
Mastery of technical practices like test driven development requires greater investment and, usually, more time. Once a team skills shift occurs that eliminates technical limitations to delivering working software, the team exhibits Deliver Value fluency.
Where circumstances require, the team may internalize the capability to understand and address market needs. When an organizational structure shift moves key business capabilities inside the team, the team may exhibit Optimize Value fluency.

13. Agile Fluency Model Skillful practice under pressure
Fluency requires dedication and support
Skillful practice under pressure
Fluency is routine practice mastery that persists under stress
Deliberate, consistent practice
Deliberate practice involves regularly and consistently practicing a skill with increasing levels of challenge and the intention of mastering that skill
Agile Fluency = Team Fluency

14. Agility (Fluency) collaboration and management change:
Start: Building Code
Deliver Value
Ship on market cadence Capture value frequently Reveal obstructions early
Optimize Value
Make excellent product decisions Eliminate handoffs Speed decision making
Optimize for Systems
Cross-pollinate perspectives Stimulate innovation Optimize value stream
Focus on Value
See progress from business perspective Redirect teams when needed
Shift Team Culture
Shift Organizational Structure
Shift Team Skills
Shift Organizational Culture
Observable Qualities: Product Ownership, development cadence, Agile basics from business perspective.
Observable Qualities: Advanced Skills and Practices,
Release on demand or market cadence.
Observable Qualities:
User Story Maps, Business Metrics, Regular Visioning, Regular Roadmapping,
Team-making product decisions with Lean value chain and innovation or disruptive products
Fluency is through four distinct stage and realized in how a team develops software when it’s under pressure.
Team fluency depends on more than just the capability of the individuals on the team and needs management structures, relations, organizational culture, and more.
Each star includes fluency at the previous levels. Teams usually progress through the stages in a predictable order.
Observable Qualities:
Market innovation, optimized entire value stream for whole system with learning culture and network excellence.
*Both “Observable Qualities”, on the left, and Shared Investment, on the right, are proposed to view the organization systemic need for Agile Management Change.

15. Transform with Agile organization adoption
Agile change management blends Agile development with organization change management as a repeatable change series
Develop
Enable
Adapt
Own
Every enterprise is part of a system. The phases blend as well as influence each other.
Training
Development
On-the-job
Support
Work structure
Management
Process
Workplace
Logistics
Roles
Cross-functional alignment
Structure
Engineering
Architecture
Policy
Key Performance Indicators
Business Metrics
Job Family
Shippable Code
Cycle Time
Develop: training/development, on-the-job, support, structure
Enable: management, process, workplace, logistics, roles
Adapt: cross-functional alignment, structure, engineering, architecture, policy
Own: KPIs/KRIs
Principles: immutable
Competence: observable, measurable
Method: tool (User Story, acceptance test driven development), process (scrum, Kanban, defect engineering, CI), technology (Agile Central)
Each phase within the focus needs:
Principles – immutable
Competence/quality – observable, measurable
Method – tool/technique, enterprise application, architecture
Systemic change relies on who and what success enablers are for both:
Individual and
Shared

16. Agile Change Management
Organization Adoption with Agile Development Principles
Agile Fluency Model with Develop > Enable > Adapt > Own
Scaled Agile Framework 4.5 models

17. Agility (Fluency) collaboration and management change:
Start: Building Code
Team Culture Shift Investment
Observable Qualities: Product Ownership, development cadence, Agile basics from business perspective.
Shift Team Culture
Agile Development
Program/Project Management
Product
Change Management
Focus on Value
See progress from business perspective Redirect teams when needed
Team Skills Shift Investment:
Training
Sales
DevOps
Marketing
Contracting
ERP
Services
EPMO HR
Architects
Observable Qualities: Advanced Skills and Practices,
Release on demand or market cadence.
Shift Team Skills
Deliver Value
Ship on market cadence Capture value frequently Reveal obstructions early
Organizational Structure Shift Investment:
Strategy
Administrative Roles
Centers of Excellence
Program/Portfolio
Shared Services
Management Roles
Engineering
Organization Design
Shift Organizational Structure
Observable Qualities:
User Story Maps, Business Metrics, Regular Visioning, Regular Roadmapping,
Team-making product decisions with Lean value chain and innovation or disruptive products
Fluency is through four distinct stage and realized in how a team develops software when it’s under pressure.
Team fluency depends on more than just the capability of the individuals on the team and needs management structures, relations, organizational culture, and more.
Each star includes fluency at the previous levels. Teams usually progress through the stages in a predictable order.
Optimize Value
Make excellent product decisions Eliminate handoffs Speed decision making
Organizational Culture Shift Investment:
Shift Organizational Culture
Finance HR
Corporate Strategy
Systems
Architects
Optimize for Systems
Cross-pollinate perspectives Stimulate innovation Optimize value stream
Observable Qualities:
Market innovation, optimized entire value stream for whole system with learning culture and network excellence.
*Both “Observable Qualities”, on the left, and Shared Investment, on the right, are proposed to view the organization systemic need for Agile Management Change.

18. Agile Change Management
Organization Adoption with Agile Development Principles
Agile Fluency Model with Develop > Enable > Adapt > Own
Scaled Agile Framework 4.5 models

19. Fluency relies on collaboration
Start: Building Code
Adoption and ownership is a source for an Agile transformation environment
The framework model is not the key
Could use any transformation method this model comes from a recent environment I worked in
Agile Fluency* provides a good compliment to SAFe Implementation Roadmap:
The Agile Fluency goal is every team works at the level of fluency that best fits their business’ needs
Shift Team Culture
Focus on Value
See Progress from business perspective Redirect teams when needed
Shift Team Skills
Deliver Value
Ship on market cadence Capture value frequently Reveal obstructions early
Shift Organizational Structure
Optimize Value
Make excellent product decisions Eliminate handoffs Speed decision making
Shift Organizational Culture
Optimize for Systems
Cross-pollinate perspectives Stimulate innovation Optimize value stream
*Like many organizations, this represents Fluency essence, but modified in practice. This modification, like SAFe, happens many times and we roll with the options. Still, the Agile Management Change approach works.

20. Transform with Agile organization adoption
Agile change management blends Agile development with organization change management as a repeatable change series
Develop: training/development, on-the-job, support, structure
Enable: management, process, workplace, logistics, roles
Adapt: cross-functional alignment, structure, engineering, architecture, policy
Own: KPIs/KRIs
Principles: immutable
Competence: observable, measurable
Method: tool (User Story, acceptance test driven development), process (scrum, Kanban, defect engineering, CI), technology (Agile Central)

21. Transform with Agile organization adoption
Every enterprise is part of a system. The phases blend as well as influence each other
Enable
Develop
Adapt
Own
Each phase within the focus needs:
Principles – immutable
Practice – method, tool/technique, enterprise application, architecture
Competence/quality – observable, measurable
Systemic change relies on who and what success enablers are for both:
Individual and
Shared
Each phase within the focus needs:
Principles – immutable
Practice – method, tool/technique, enterprise application, architecture
Competence/quality – observable, measurable
Systemic change relies on who and what success enablers are for both:
Individual and
Shared

22. Level 1 fluency relies on: Agile Basics, Product, and Team
Agile transformation: Develop > Enable > Adapt > Own
Enable
Develop
Adapt
Own
Sample: Level 1 fluency relies on: Agile Basics, Product, and Team competence
Agile Development
Program/Project Management
Product
Change Management
Team Skills Shift Investment:
Team Culture Shift Investment
Observable Qualities: Product Ownership, development cadence, Agile basics from business perspective.
Start: Building Code
Focus on Value
See progress from business perspective Redirect teams when needed
Shift Team Culture
Shift Team Skills
Develop: training/development, on-the-job, support, structure
Enable: management, process, workplace, logistics, roles
Adapt: cross-functional alignment, structure, engineering
Own: KPIs/KRIs
Each phase within the focus needs:
Principles – immutable
Practice – method, tool/technique, enterprise application, architecture, tool (User Story, acceptance test driven development), process (scrum, Kanban, defect engineering, CI), technology (Agile Central)
Competence/quality – observable, measurable
Agile Basics
Product
Team
Transparent
User Stories
Autonomous
Focus on Customer Value
Backlog Grooming
Have Definition of Done
Trust
Regular Release Planning
Estimation by team
Scrum or Kanban or Scrumban
Regular Sprint Planning
Self Organizing
Regular Daily Planning
Cross Functional
Sprint Review
Retrospectives
Usable Mission (Sprint/Release Goals)
Co-located

23. Collaborate on individual and shared success of team
Visualize change with the phase, the success, and the enable requirements
Enable
Develop
Adapt
Own
1. Start with needs of each phase:
Principles – immutable
Competence/quality – observable, measurable
Method – tool/technique, enterprise application, architecture
2. Then build success need for:
Individual level
Shared level
3. Then move to Enable and repeat step 1. and step 2. above, Adapt, and Own
DEVELOP – Agile Basics
Principles
Competence/quality
Method
Develop: training/development, on-the-job, support, structure
Enable: management, process, workplace, logistics, roles
Adapt: cross-functional alignment, structure, engineering, architecture, policy
Own: KPIs/KRIs
Principles: immutable
Competence: observable, measurable
Method: tool (User Story, acceptance test driven development), process (scrum, Kanban, defect engineering, CI), technology (Agile Central)

24. Team Culture shift to Level 1, Focus on Value: Agile Basics
Sample: Level 1 fluency relies on: Agile Basics, Product, and Team investment
Enable
Develop
Adapt
Own
Each phase within the focus needs:
Principles
Competence/quality
Method (tool)
1. Agile Basics
Who and what is needed to help:
Develop
Enable
Adapt
Own
Transparent
Individual
Shared (enterprise, portfolio, program)
Focus on Customer Value
Trust
Scrum or Kanban or Scrumban
2. Product
Who and what is needed to help:
User Stories
Individual
Shared (enterprise, portfolio, program)
Backlog Grooming
Regular Release Planning
Regular Sprint Planning
Regular Daily Planning
Sprint Review
Usable Mission (Sprint/Release Goals)
3. Team
Who and what is needed to help:
Autonomous
Individual
Shared (enterprise, portfolio, program)
Have DOD
Estimation by team
Self Organizing
Cross Functional
Retrospectives
Co-located
Develop: training/development, on-the-job, support, structure
Enable: management, process, workplace, logistics, roles
Adapt: cross-functional alignment, structure, engineering
Own: KPIs/KRIs
Principles: immutable
Competence: observable, measurable
Method: tool (User Story, acceptance test driven development), process (scrum, Kanban, defect engineering, CI), technology (Agile Central)
Note: This sample is Level 1 Agile Fluency. You can carry forward to Levels 2 through 4, as easily

25. Team Culture shift to Level 1, Focus on Value: Product
Enable
Develop
Adapt
Own
Each phase within the focus needs:
Principles
Practice
Competence/quality
2. Product
Who and what is needed to help:
User Stories
Individual
Shared (enterprise, portfolio, program)
Backlog Grooming
Regular Release Planning
Regular Sprint Planning
Regular Daily Planning
Sprint Review
Usable Mission (Sprint/Release Goals)
3. Team
Who and what is needed to help:
Autonomous
Individual
Shared (enterprise, portfolio, program)
Have DOD
Estimation by team
Self Organizing
Cross Functional
Retrospectives
Co-located
Develop: training/development, on-the-job, support, structure
Enable: management, process, workplace, logistics, roles
Adapt: cross-functional alignment, structure, engineering
Own: KPIs/KRIs
Principles: immutable
Competence: observable, measurable
Method: tool (User Story, acceptance test driven development), process (scrum, Kanban, defect engineering, CI), technology (Agile Central)
1. Agile Basics
Who and what is needed to help:
Develop
Enable
Adapt
Own
Transparent
Individual
Shared (enterprise, portfolio, program)
Focus on Customer Value
Trust
Scrum or Kanban or Scrumban

26. Team Culture shift to Level 1, Focus on Value: Team
Enable
Develop
Adapt
Own
Each phase within the focus needs:
Principles
Competence/quality
Method (tool)
Start: Building Code
3. Team
Who and what is needed to help:
Autonomous
Individual
Shared (enterprise, portfolio, program)
Have DOD
Estimation by team
Self Organizing
Cross Functional
Retrospectives
Co-located
Shift Team Culture
Focus on Value
See Progress from business perspective Redirect teams when needed
Shift Team Skills
2. Product
Who and what is needed to help:
User Stories
Individual
Shared (enterprise, portfolio, program)
Backlog Grooming
Regular Release Planning
Regular Sprint Planning
Regular Daily Planning
Sprint Review
Usable Mission (Sprint/Release Goals)
Deliver Value
Ship on market cadence Capture value frequently Reveal obstructions early
Develop: training/development, on-the-job, support, structure
Enable: management, process, workplace, logistics, roles
Adapt: cross-functional alignment, structure, engineering
Own: KPIs/KRIs
Principles: immutable
Competence: observable, measurable
Method: tool (User Story, acceptance test driven development), process (scrum, Kanban, defect engineering, CI), technology (Agile Central)
Shift Organizational Structure
Optimize Value
Make excellent product decisions Eliminate handoffs Speed decision making
1. Agile Basics
Who and what is needed to help:
Develop
Enable
Adapt
Own
Transparent
Individual
Shared (enterprise, portfolio, program)
Focus on Customer Value
Trust
Scrum or Kanban or Scrumban
Shift Organizational Culture
Optimize for Systems
Cross-pollinate perspectives Stimulate innovation Optimize value stream

27. Agile change is frame for each successive level
Any change would visualize phase, the success, and the enable requirements
Enable
Develop
Adapt
Own
Start with needs of each phase
Then build success need for both individual and shared levels
Repeat for scale enablement framework
Start: Building Code
Shift Team Culture
Focus on Value
See Progress from business perspective Redirect teams when needed
Shift Team Skills
Deliver Value
Ship on market cadence Capture value frequently Reveal obstructions early
[ … map any set of needs against … ]
People
Process
Practice
Develop: training/development, on-the-job, support, structure
Enable: management, process, workplace, logistics, roles
Adapt: cross-functional alignment, structure, engineering, architecture, policy
Own: KPIs/KRIs
Principles: immutable
Competence: observable, measurable
Method: tool (User Story, acceptance test driven development), process (scrum, Kanban, defect engineering, CI), technology (Agile Central)
Shift Organizational Structure
Optimize Value
Make excellent product decisions Eliminate handoffs Speed decision making
Shift Organizational Culture
Optimize for Systems
Cross-pollinate perspectives Stimulate innovation Optimize value stream

28. Agile Change Management
Organization Adoption with Agile Development Principles
Agile Fluency Model with Develop > Enable > Adapt > Own
Scaled Agile Framework 4.5 models

29. Scaled Agile relies on whole system change
SAFe 4.5 reveals Agile ownership at all levels with accountability to plan for development team excellence.

30. Essential SAFe AND systems change
With SAFe 4.5 to align ownership at levels senior to development
This senior transparency in the next four slides reveals dedication to the Agile system/network
SAFe reflects the latest in Lean-Agile thinking, more visibly incorporating scalable DevOps and the Continuous Delivery Pipeline. It demonstrates advancements in configurability, implementation guidance, and enhanced capabilities for improving the user experience and accelerating time-to-market. Read more at: 

31. Portfolio SAFe AND systems change
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32. Large solution SAFe AND systems change
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33. Full SAFe AND systems change
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34. Agile management change builds bridges
Focus on how to enable development teams to do Agile
Mind the gap from learning to doing
Leverage Lean Six Sigma with executives and managers to relate to Agile
Leverage Project Management Institute commitment to Agile iterative project methods
Seeing is deceiving, but doing is believing
Get teams to focus on practical, not theoretical
People and teams do not learn at the same pace
Adults learn differently, Agile progress never advocates team comparison as competence, complexity, constraints, and communication are never the same
Commit to Agile enablers
Executive and management input is required to set Agile development teams up for success
Rely on Agile learning to learn fast while you inspect and adapt
Avoid one-size-fits all methods and templates, allow customization within Agile principles
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35. Further Learning and Development resources available
Thank You
Further Learning and Development resources available
@TobyElwin on Twitter